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#WorkHuman2019: Creating a Culture of Community

It’s WorkHuman’s fifth annual conference in Nashville, TN in the next few days. It’s my first WorkHuman conference and I’m very eager to learn and experience it in person. I’ve heard of WorkHuman in 2017 – the same year I attended my first SHRM Annual Conference held in New Orleans. I learned so much just from what was shared via social media, from blog posts, tweets, and LinkedIn. The more I hear and read about it, the more determined that I wanted to attend the conference.

This year, I get to be one of those blogging, tweeting, and sharing the in-person experience on LinkedIn, Instagram and Facebook! It is still surreal to me that I get commissioned to do this, I just hope that I can keep up with the big influencers in the room! I am very grateful to Tim Sackett and Mike Wood for this opportunity!

There are so many sessions to learn from! As I was going through their app, I noticed a pattern on the sessions I was signing up for – Creating a Culture of Community track! So I decided to focus on this track and signed up for the following:

  • The Relationship Comes First: Path to Employee Engagement
  • Leadership is Not A Thing
  • Purposeful Collaboration: Igniting Teams & Changing…
  • Get Out of the Way! Enabling Innovation by All
  • Reimagining What’s Possible – A Story of Culture Transformation
  • Everybody Matters: Transform Your Organizational Culture
  • Beyond Buzzwords: Real Talk on What it Takes
  • Leading Transformation: Overcoming the Invisible Human Barriers
  • The Power and Potential of People-Centric Cultures

I was signing up based on the topic that resonates with me as a #HR practitioner as well as a community leader/organizer. I wear my HR heart on my sleeve and many of the skills and knowledge required to be successful are also useful and transferrable in community involvement.

It was interesting to realize as I was signing up that many people that I connected with in the past two years were also leading those sessions, from Jason Lauritsen, John Baldino, Cy Wakeman, and Robin Schooling.

Of course, I’m also looking forward to George Clooney, Viola Davis, and Geena Davis as keynote speakers – big names who at least uses their money and influence for global humanitarian efforts.

I hope through my experience, you get to pick up a nugget or two that will inspire you to create a culture of community. I also hope that you will add to your bucket list to attend WorkHuman in the near future and make it one of your go to conference for learning!

Full Disclosure: Although I am commissioned to attend #WorkHuman2019, my opinions are my own and may not reflect WorkHuman or any entity affiliated with the event.

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Hold Your Judgment!!!

Hold Your Judgment!

It’s only been a few days since Starbucks(SBUX) held their company-wide training on racial bias, but many seem ready to write it off and dismiss any positive effects as transitory! Some of these individuals are HR professionals – but none seems to have actually participated in the training!

As a person of color and an HR practitioner, I am hopeful. I have a daughter and a nephew who work at Starbucks, and they have had nothing but positive things to say about their employer—even before the unfortunate event that prompted this training. I am optimistic about continuing this conversation, and thankful to Starbucks for taking action. They never claimed that this training was the ultimate solution. On the contrary, the company has made it clear that this is part of an ongoing initiative. They know that lasting improvement will require a sustained effort, and that it may be necessary to tweak the training over time. And I appreciate their express willingness to share the materials they develop with other organizations.

Given the company’s positive reputation within the global community, it didn’t have to proceed on this scale, but it did!  Those who consider this a PR stunt may need to check on their own bias. It was more than a PR. It was an investment! If other organizations invested in their employees so generously, we wouldn’t have so many compliance issues in the first place. I was appalled when people moaned about missing their coffee runs. Is that more important than a grand gesture focused on building a better community and tackling racial bias? Let’s think about the fact that on the day of the training, people were showing disgust for Roseanne Barr’s racist tirade. This led to innocent coworkers losing their livelihood–on stage and behind the curtains—but some still defended her. Isn’t this a climate in which fighting bigotry takes precedence over our daily cappuccinos? If you still aren’t convinced, think about the actions of our president, who spews hatred on People of Colors (African American, Hispanics, Middle Eastern, etc.). When it comes to combatting racial bias, there’s no time like the present.

Rather than writing off Starbucks’ effort, why not help promote it? They planted the seeds, let’s nurture them so that they will take root, grow, blossom, and bear fruit. What would have happened if we listened to naysayers when the “Do Not Litter” and “No Smoking” campaigns were launched? It’s easy to forget that these attempts to change American society produced their share of scoffing and cynicism. It took time, but society did change and changed in recent memory. Sure, there are those who still litter and smoke, but at a vastly lesser scale than in decades past. Remember the business owners who thought that smoking ban would be bad for business? The opposite turned out to be true.

We all know that we are not born racist. Racism is learned, much like smoking. As someone who grew up with smokers, many of my family and friends (myself included) do not smoke, and our children aren’t hesitant to announce to someone that smoking can kill them! We are also of mixed race and multi-religion, making it important to be respectful of our differences, and those of others. Education is a big step. We all learn at different pace. So, before we judge Starbuck’s effort and write it off, let’s give it some time. Perhaps, if we just hold off on being judgmental, and instead practice open mindedness and patience, our world will be a better place… who doesn’t want that?

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#SHRM18 Speaker Spotlight: A One-on-One interview with Jonathan Segal

Jonathan Segal is a Partner at Duane Morris, LLP. He has been cited as a national authority on employment issues in The Washington Post, The New York Times, and The Wall Street Journal, to name just 3. Jonathan’s many accomplishments are listed on the SHRM18 Conference page.

As an HR professional, I’ve always attended various employment workshops. Jonathan is one of the lawyers I followed on Social Media and I often retweet him or share his articles on LinkedIn. When we were assigned to pick a speaker to interview, I knew I wanted to interview him. You can also follow him on Twitter.

I am thankful that he was willing to share his personal thoughts on HR matters, sexual harassment training, workplace culture, and leadership. This interview will surely encourage you to sign up to his sessions at SHRM18.

GT: As a lawyer, how did you decide to specialize in Employment Law?

JS: I decided to become an employment lawyer because it focuses on people and the relationships between them.  I also think employment/HR issues are both interesting and incredibly important.

I have a particular passion for issues involving equality. As employers, we can do a lot to make equality a reality and not just a policy.

My passion for equality is a natural outgrowth of my upbringing.  My parents—and my grandparents—were both role models and messengers that there is nothing you cannot do because of your gender and nothing you must do because of it

Most of my family was killed in the Holocaust, and my grandparents were proud and productive immigrants.  These facts also inform how I see the world and the role I want to play in it. 

HR is the bridge to compliance and culture

GT: Your topics at SHRM18 are all related to Sexual Harassment, do you think with the #MeToo movement, training will be taken more seriously, and harassment claims will be better handled?

JS: We hear a lot about compliance and culture. Some suggest it is one or the other. I think we need to marry the two.  Our compliance must take into account our culture and our culture must reflect the values underlying our compliance obligations.

I love your term “bridge,” and I agree that HR is the bridge between compliance and culture.

GT: Many companies have used videos for sexual harassment training and 70% passing rate. It’s one on one and not really interactive. Do you think that’s enough? 

JS: I agree a lot of training programs are deeply flawed. That does not mean training of leaders is not important.  We just need to take a look at our training and ask how we can make it more effective.

At a minimum, it must be interactive and customized. If it is canned, it belongs in the can.

We need to provide examples of specific behaviors that leaders must avoid, even if they don’t raise to the level of illegality. Remember: power magnifies wrong.

We must provide leaders with guidance on how to respond to complaints they receive and how to deal with bad behavior that they see or hear, even if no complaint.  Leaders, and that includes everyone in HR, cannot be passive bystanders.

Differential treatment is not a solution to better training, don’t ignore the fear.

GT: Many employment laws are not new, like Title VII, sexual harassment, ADA, etc. Why do you think companies don’t enforce compliance more to protect themselves?

 JS: We must provide guidance on how to navigate the gray areas, such as when giving a hug or compliment on appearance may be okay.  We don’t need to implement sterility as we strive for greater workplace civility.

It is important that we talk about how to work human. I fear some men may be so scared of harassment claims they that will or already are avoiding women.  There’s a word for that: discrimination.

Don’t discount the fear, although I think it is overstated. Take people where they are and hit the fear head on and provide granular advice on how to ensure there is equitable inclusion.

GT: What advice would you give HR professionals about having courage in the workplace?

JS: Sometimes we need to stand up and fight for what is right, as Johnny Taylor, Jr., the CEO of SHRM, has emphasized. It is not risk free. That is why they call it courage. If there are no risk, then there is no courage.

I think of the VP of HR who spoke with his CEO about another executive who had engaged in serious sexual misconduct.  His message was, “one of us will not be here by the end of week”.  He’s there, but I am not sure the termination (which was the proportionate response) would have happened if he had not spoken up.

When speaking up, look for an ally. Going at it alone is harder. Try not to attack. Give the other party a chance to save face and agree.  Influence based on values and not threats. 

I think HR has done so much more than that for which it gets credit. We don’t hear about all the times HR pushes to do the right thing and gets results.  This makes me very proud to be a SHRM member. 

Click on the link to sign up for Jonathan’s Sessions:

#702: Investigating Harassment Claims

Sexual Harassment 2.0

Male Allies and Sexual Harassment

 

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HR Pros: Emotional First Responders?

On January 4, 2018, well known author, speaker, and HR professor Dave Ulrich tweeted: “In a world of increased uncertainty and change, aspiring #HR professionals are emotional first responders who help organizations and people not only survive, but thrive.”

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According to Merriam-Webster the definition of a first responder is a person (such as a police officer or an EMT) who is among those responsible for going immediately to the scene of an accident or emergency to provide assistance.

So, an emotional first responder is a person who is responsible for assisting a person’s emotional well-being.

 

As an HR Pro for decades, I related to what he said because I often found myself in this role. It’s not an exaggeration to say that many of us in HR often feel like we’re also serving as psychologists and social workers. I am a firm believer in Human Resources assuming a place in the organization that enables its practitioners to relate to employees as people rather than disposable assets. Employees endure a wide range of emotionally charged situations that may or not may not be related to work. Either way, it is our responsibility as leaders and HR professionals to help them navigate through these emotions. We must cultivate both a sense of fundamental compassion and decency, and the ability to minimize the impact of difficult individual stressors on others in the workplace.

I was the emotional first responder in my workplace during the 9/11 event. I was with an aviation company at the time, so the sense of shock and dismay was particularly palpable. I gave my staff time off and I went to work to contact our employees and

I was the emotional first responder when one our staff called in to our receptionist threatening suicide.

I was the emotional first responder when a harassment claim/discrimination claims hit my desk, and when I was tasked to fire a single mother on Christmas Eve (a separate blog on draft for this)

The #MeToo movement taught us that sexual harassment and other discrimination affected many workplaces. At the very least, HR should be the emotional first responder. If only courageous practitioners had provided emotional support instead of financial payoffs to the victims of perpetrators like Harvey Weinstein and Matt Lauer, there would have been less victims and perhaps criminal investigations could have been filed in a timely manner for those who were sexually assaulted. If they were worried about public relations, the damage to the organization’s brand will be less severe than they are now.

During the hurricanes of 2017, HR pros served as emotional first responders – helping and reassuring employees of their jobs, providing timely paychecks, and helping employees access resources within their communities.

HR is already the procedural first responder when it comes to worker’s compensation claim, disability claim, leave of absence, or bereavement. Serving as the emotional first responder in the face of such events should come naturally to us, given the potential effects on employees’ mental and emotional health.

Psychologist Guy Winch identified society’s expectation that we should “get over” psychological wounds, despite that fact that emotional injuries can be just as crippling as physical ones. We need to learn how to practice emotional first aid. Here are 7 ways to do so: https://ideas.ted.com/7-ways-to-practice-emotional-first-aid/.

What I have learned from HR Leaders like Dave Ulrich, Mark Crowley (author of “Lead from the Heart”, and Steven Browne (author of “HR on Purpose”), when we care about the emotional well-being of our employees and not just maximizing profits, we can help prevent burn out, minimize job stress, and create an organizational culture that cares about people. When employees feel that the company cares about them, they will reciprocate with hard work and loyalty. What makes best employers is not who pays the most, but who cares the most. If you look at who made best employers year in and year out, it’s about who provided the best benefits and perks like flexibility, healthcare, paid time off, professional/personal development, etc. To learn more about these HR Gurus follow them on Twitter:

https://twitter.com/dave_ulrich

https://twitter.com/MarkCCrowley

https://twitter.com/sbrownehr

JhukariPS. This blog is dedicated to my first HR Mentor, Joan A. Hukari, SPHR (picture on the left). Sadly, she passed on January 13, 2007. She was my emotional first responder when I was a HR novice. She mentored me, sent me to HR workshops and very forgiving when I made mistakes and had my back when upper management tried to throw me under the bus. She inspired me to get my college education and gave me flexibility (before it was even a thing when I had difficulty with my first pregnancy. The benefits she put together for our organization were the richest I know, even in this day and age. I am forever thankful for her guidance and her big heart for the employees she worked with. It wasn’t a surprise to me that at her memorial, there were several HR practitioners who credited her for being their mentor. She was the one who encouraged me to be part of #SHRM.

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We Know Sexism Exists! How do we fix it?

Exploiting Sexism is not the answer!

Kate Bischoff (@k8bischHRLaw) a fellow HR Pro, who is also an attorney, tweeted an article about female entrepreneurs who created a fake male co-founder to dodge sexism (here’s the link to the article: https://www.fastcompany.com/40456604/these-women-entrepreneurs-created-a-fake-male-cofounder-to-dodge-startup-sexism?platform=hootsuite.  Kate acknowledged that this was a gutsy move, but believes that it carries a fair amount of risk. She and I also agree that the entrepreneurs’ actions don’t pass ethical muster.

Wendy Dailey (@wyndall93) a fellow HR Professional mentioned that that there was a similar article recently where a male and a female employee switched names for emails and received similar outcome. https://medium.com/@nickyknacks/working-while-female-59a5de3ad266

Above all, these approaches improve nothing. Yes, we exposed sexism (again), but are we headed in a productive direction?

Hardly.

If anything, this move only serves to perpetuate the idea that we need a male to get things done. It even creates a scenario in which it becomes easier to sweep sexist attitudes and outcomes under the rug. How would we feel if a male entrepreneur faked a female co-founder in order to pose as a champion of diversity, or appeal to those seeking role models in male-dominated fields?

(This is already happening, by the way and it is not ok.)

If the people you hired are sexists, fire them and make the reason for their dismissal clear. Call them out on it. If they represent an organization, report them to their employer. Anti-Harassment applies to vendor’s action toward their clients and vice versa. Stop tolerating it. It’s your business.

Pretending to be a man is not the solution. If you can’t get respect from male web designers, hire a woman. There are female web designers, DB/software developers, and graphic designers. As a matter of fact, my daughter is a web & graphic designer who has helped female & male entrepreneurs in the past. They’re out there, seek them out.

Sexism exists, and will continue to exist if we treat the threat it poses as a game. Women need to stand up and resist the temptation to perpetuate old patterns by engaging in sloppy workarounds rather than direct confrontation.

That said, it’s also important to resist the temptation to exclusively hire women, when faced with such challenges.  An eye for an eye leaves everybody blind. Be an equal opportunity employer, not because it sounds good, but because it’s the right thing to do. You can’t change the rules to an unfair game by playing along.

Move on and be better.

There are decent male professionals in the start-up game. If you need a VC and you can’t get funding because you don’t have a male co-founder, either you partner with one, or keep looking for a VC who will fund you anyway. Creating a fake co-founder is a blatant misrepresentation, fraudulent and unethical. False pretense is a lousy foundation for a fledgling business.

Women finding success in business is not new.  Find them here: http://www.businessnewsdaily.com/2156-women-owned-businesses.html

For an example of the pitfalls of exclusively hiring one gender, take a look at this: http://www.dailymail.co.uk/femail/article-1168182/Catfights-handbags-tears-toilets-When-producer-launched-women-TV-company-thought-shed-kissed-goodbye-conflict-.html

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